Assets
| Type | Time | Amount | Unit |
|---|---|---|---|
| ifrs-full:Assets | 2020-12-31 | 14278200000 | vDKK |
| ifrs-full:Assets | 2019-12-31 | 14146800000 | vDKK |
Revenue
| Type | Start date | End date | Amount | Unit |
|---|---|---|---|---|
| ifrs-full:Revenue | 2020-01-01 | 2020-12-31 | 1575700000 | vDKK |
| ifrs-full:Revenue | 2019-01-01 | 2019-12-31 | 4345700000 | vDKK |
XML
See the xml submitted here:
XML: http://regnskaber.virk.dk/40270741/amNsb3VkczovLzAzLzY2Lzg4L2MzL2FiL2ViZjMtNDgzNi04YTU0LTc1MzQwYTg1NTRmNg.xml
Separator
The full data:
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<gsd:AddressOfReportingEntityCountry contextRef="ctx1" xml:lang="da">Denmark</gsd:AddressOfReportingEntityCountry>
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<gsd:DateOfGeneralMeeting contextRef="ctx1">2021-04-26</gsd:DateOfGeneralMeeting>
<gsd:NameAndSurnameOfChairmanOfGeneralMeeting contextRef="ctx1" xml:lang="da">Christian Th. Kjølbye</gsd:NameAndSurnameOfChairmanOfGeneralMeeting>
<mrv:StatementOfCorporateSocialResponsibility contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="3">CORPORATE RESPONSIBILITY</td></tr><tr><td colspan="3">Crisis management and focus on sustainable transition</td></tr><tr><td colspan="3">The COVID-19 pandemic cast a shadow over CPH and the aviation industry in 2020. Our corporate responsibility (CR) efforts put extra focus on the staff affected, employees in the many airport businesses and the local community. CPH also maintained focus on the climate in a year that offered strong partnerships, pointing towards a sustainable future.</td></tr><tr><td colspan="3">Copenhagen Airport has an obligation to handle air traffic at all times, even amid a global pandemic and severe economic crisis.</td></tr><tr><td colspan="3">Our primary focus has been on safeguarding operations and simultaneously ensuring CPH remains a safe, infection-free airport and a good place to work.</td></tr><tr><td colspan="3">To protect as many jobs as possible for as long as possible, we utilised the financial support packages agreed by the government, parliament and labour market parties in the spring of 2020. This made a big difference and gave us breathing space to take the right decisions.</td></tr><tr><td colspan="3">But the expectation that the world would open a little over the summer unfortunately was significantly below expectations. Credit facilities were secured and CPH continued to operate even when spending double-digit millions of kroner every month throughout the year.</td></tr><tr><td colspan="3">As the government financial support packages expired and the airportâs economic crisis worsened, we were forced to reduce the number of full-time employees by a total of 772 out of 2,617 and find cost savings of equivalent to 280 jobs through division of labour, competence development and solidary schemes, corresponding to annual savings of approximately DKK 500 million.</td></tr><tr><td colspan="3">Upholding our climate goals</td></tr><tr><td colspan="3">The aviation industry remains under pressure â both globally and in Denmark. The future is uncertain and difficult to predict. One thing that has not changed is the need to adapt our sector in the light of climate change, which is why CPH is upholding the climate strategy and targets we set in 2019.</td></tr><tr><td colspan="3">In 2020, we entered into several promising partnerships that will help to ensure the development of sustainable fuels in Denmark and the zero-emissions airport of the future. As part of the Danish governmentâs climate partnership with the aviation industry, we presented an ambitious plan to achieve significant CO2 reductions as early as 2030. As a result, we can now see more clearly the route to zero-emissions aviation in 2050.</td></tr><tr><td colspan="3">Letâs travel together to a better tomorrow</td></tr><tr><td colspan="3">CPHâs purpose and vision to be the Architects of the Future Airport also involves being aware of how the company can contribute solutions to the biggest global challenges.</td></tr><tr><td colspan="3">Therefore, back in 2018, we started working with the UN Sustainable Development Goals (SDGs), drawing up â based on our CR strategy â a gross list of the goals we work with at CPH.</td></tr><tr><td colspan="3">We matched our CR initiatives with the UN targets and carried out a materiality analysis, which resulted in a prioritised list of the SDGs where CPH has the greatest negative and positive impact â and where stakeholders have the highest demands/strongest interests. On this basis, we selected the four SDGs below.</td></tr><tr><td colspan="3">As a follow-up to CPHâs new business strategy,which positions corporate responsibility more centrally in the day-to-day work and strategic initiatives, the CR strategy was due for update in 2020. This was postponed to 2021 because of the corona crisis. Part of the update will involve revisiting the SDGs with a view to sharpening our efforts and integrating the goals more tightly in our business.</td></tr><tr><td colspan="3">Goal 8</td></tr><tr><td colspan="3">Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all</td></tr><tr><td colspan="3">Goal 9</td></tr><tr><td colspan="3">Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation</td></tr><tr><td colspan="3">Goal 12</td></tr><tr><td colspan="3">Ensure sustainable consumption and production patterns</td></tr><tr><td colspan="3">Goal 13</td></tr><tr><td colspan="3">Take urgent action to combat climate change and its impacts</td></tr><tr><td colspan="3">CPH in strong climate partnerships</td></tr><tr><td colspan="3">Although the aviation industryâs ability to invest in a sustainable transition has been challenged by the economic crisis triggered by the pandemic, CPH is maintaining a high level of ambition. In 2020, we engaged in strong climate partnerships and are working to cultivate political support for initiatives that can make aviation a sustainable form of transport. This bodes well for the future.</td></tr><tr><td colspan="3">Air travel generates economic, human and cultural value. But aviation also contributes to global CO2 emissions and climate change. This must be addressed. A sustainable transition is vital for enabling us to retain the positive aspects of being able to travel and do business between countries and continents.</td></tr><tr><td colspan="3">As a leading company in the Danish aviation sector, CPH has a special responsibility to contribute to a sustainable transition. Although 2020 was a year when we were compelled to put virtually all non-business-critical investments on hold, we nevertheless managed to make progress towards our climate targets for 2030 and 2050.</td></tr><tr><td colspan="3">A joint plan for sustainable aviation</td></tr><tr><td colspan="3">As part of the governmentâs climate partnership for aviation, in May 2020 the sector and CPH submitted a joint plan outlining 33 concrete initiatives that can contribute to meeting the political target of a 70% reduction in CO2 emissions from domestic air traffic in 2030 compared to 1990.</td></tr><tr><td colspan="3">In addition, the sector has unilaterally committed to reducing CO2 emissions from international air traffic by 30% by 2030 compared to 2017. The goal is climate-neutral aviation by 2050.</td></tr><tr><td colspan="3">Developing new fuels based on sustainable energy â known as âPower-to-X (PtX) fuelsâ â requires massive investments. Sustainable aviation fuels such as biofuel are already available, but in extremely small quantities and at high cost.</td></tr><tr><td colspan="3">Establishing the Aviation Climate Foundation is a key part of the climate partnershipâs action plan. The foundation will help to finance the transition to the more expensive, sustainable aviation fuels by means of a climate contribution of DKK 20-30 on each local departing passenger from Danish airports. This will enable the industry itself to make a sustainable contribution to the green transition in aviation.</td></tr><tr><td colspan="3">For further information on the climate partnershipâs report and recommendations (in Danish), please visit www.dansk-luftfart.dk.</td></tr><tr><td colspan="3">PtX â the green fuels of the future</td></tr><tr><td colspan="3">For aviation and large parts of the heavy transport sector, the strategy for the green transition is closely connected with the development of PtX fuels.</td></tr><tr><td colspan="3">The technology is established, but production needs to be scaled up and the price brought down so that the green alternatives become competitive with the fossil fuels used today.</td></tr><tr><td colspan="3">This requires a political resolution to provide effective framework conditions so that producers are willing to invest in large-scale projects and the aviation and transport sector is able to purchase the sustainable fuels.</td></tr><tr><td colspan="3">PtX is a generic term for the conversion of electricity into hydrogen via electrolysis, and subsequently into synthetic liquid or gaseous fuels or synthetic chemicals. In combination with CO2, hydrogen made from renewable energy sources can be used to produce sustainable aviation fuel.</td></tr><tr><td colspan="3">In November 2020, CPH joined with the energy industry trade association Dansk Energi and 16 of Denmarkâs biggest companies in submitting concrete recommendations for a national PtX strategy. The recommendations were presented to Minister for Climate Dan Jørgensen at a conference in the Vilhelm Lauritzen Terminal at Copenhagen Airport.</td></tr><tr><td colspan="3">For further information, please refer to the full report and recommendations (in Danish) at www.danskenergi.dk.</td></tr><tr><td colspan="3">A vision for the future</td></tr><tr><td colspan="3">In 2020, we were further able to announce the innovative Green Fuels for Denmark partnership, which also includes A.P. Møller - Mærsk, DSV Panalpina, DFDS, SAS, Nel, Everfuel, Haldor Topsøe and Ãrsted. The partnership, which represents both the supply and demand sides, plans to build one of the worldâs largest PtX electrolysis plants to produce sustainable fuels for lorries, ships and aircraft.</td></tr><tr><td colspan="3">The vision is to develop the project in three stages over the next 10 years. The first stage will involve a 10 MW electrolyser plant to produce renewable hydrogen for buses and lorries.</td></tr><tr><td colspan="3">The second stage will see the facility expanded to 250 MW and capture of sustainable CO2 linked to the process to be able to produce renewable methanol for waterborne transport and sustainable jet fuel for aircraft. When completed, the 1.3 GW facility could potentially supply 30% of the fuel we expect to need for the aircraft at Copenhagen Airport by 2030.</td></tr><tr><td colspan="3">For further information about Green Fuels for Denmark (in Danish), please visit www.cph.dk/klima.</td></tr><tr><td colspan="3">On the way to zero-emissions operations in 2030</td></tr><tr><td colspan="3">Despite the severe economic crisis at CPH, we have continued working towards zero-emissions airport operations and implemented several energy-saving projects in 2020.</td></tr><tr><td colspan="3">These included installing a large heat pump in Magleby to create a sector-linked energy system with a capacity equivalent to the heating consumption of about 130 households. The heat pump runs on solar-generated energy and second-quality water.</td></tr><tr><td colspan="3">At the same time, we have improved control of our groundwater cooling system, which now integrates better with our internal district heating system. The project has resulted in an energy saving of approximately 5 GWh and means that 100% of the heating supplied to the terminals at Copenhagen Airport in summer now comes from our own heat pumps on the coastal road.</td></tr><tr><td colspan="3">In 2020, we were also able to add an extra photovoltaic system on the roof of the head office building. This means we now have a total of 9,300 m2 of solar cells, which have a total production capacity of 1.8 MWp. In 2020, our solar panels produced enough electricity to cover 0.89% of CPHâs total electricity consumption. The electricity produced from the new solar cells goes directly to an electrical panel that powers eight of our newly purchased electric vehicles.</td></tr><tr><td colspan="3">Due to the reduction in traffic, some of our terminal areas were mothballed in order to make the operation of the remaining traffic as effective as possible. In combination with our energy-saving projects, this resulted in a substantial reduction in our total energy consumption. In 2020, our energy consumption thus fell by 15% to 68 kWh/m2.</td></tr><tr><td colspan="3">Combined with our energy-saving measures, the low level of activity at the airport meant that CPHâs CO2 emissions fell to 21,702 tonnes in 2020. Despite lower overall emissions, CO2 per passenger rose to 3.02 kg in 2020 from 0.89 kg in 2019 due to the massive decline in passenger numbers.</td></tr><tr><td colspan="3">Carbon-neutral airport</td></tr><tr><td colspan="3">We maintained our ACA accreditation as a carbon-neutral airport (level 3+) in 2020. The accreditation is based on CPHâs many years of work on energy and the environment, as well as compensation for the residual CO2 emissions that CPH is responsible for itself at Copenhagen Airport (scope 1 and 2).</td></tr><tr><td colspan="3">The largest source of CO2 emissions at Copenhagen Airport is fuel from the aircraft. Aircraft taking off from and landing at the airport have accounted for approximately 75% of total CO2 emissions in the last five years. In 2020, the figure fell to 64%, equivalent to 95,081 tonnes of CO2 (2019: 276,126 tonnes of CO2).</td></tr><tr><td colspan="3">ALIGHT: a zero-emissions future</td></tr><tr><td colspan="3">Working closely with the Danish Technological Institute, in 2020 a consortium of 16 European partners headed by CPH won an EU tender to design the sustainable airport of the future.</td></tr><tr><td colspan="3">With funding of close to DKK 90 million, over the next four years the consortium will develop and demonstrate concrete solutions and examples of how to facilitate a zero-emissions airport and deliver infrastructure for carbon-neutral aircraft. The results will lead to best practice tools that can inspire across Europe.</td></tr><tr><td colspan="3">This project has received funding from the European Unionâs Horizon 2020 research and innovation programme under grant agreement no. 957824.</td></tr><tr><td colspan="3">The ALIGHT project â a lighthouse for the introduction of sustainable aviation solutions for the future â started formally in November and will secure solutions to two overriding challenges</td></tr><tr><td colspan="3">The first concerns operations and logistics for handling sustainable fuels for aircraft in an operational context, including purchasing, blending, fuelling, quality control and safety processes.</td></tr><tr><td colspan="3">The second concerns smart energy solutions for other airport operations, including increased own production of renewable energy, energy storage and electrification. A design manual for the aircraft stand of the future will also be developed to support electric and hydrogen-powered aircraft.</td></tr><tr><td>13 CLIMATE ACTION</td><td>Through our focus on mitigating climate change via partnerships, CPH contributes to Sustainable Development Goal 13: Take urgent action to combat climate change and its impacts.</td></tr><tr><td colspan="3">LOCAL COMMUNITY &amp; NEIGHBOURHOOD</td></tr><tr><td colspan="3">Stronger local partnerships in a time of crisis</td></tr><tr><td colspan="3">For several generations, Copenhagen Airport has been the focal point for tens of thousands of people on the island of Amager. The worst aviation crisis in living memory hit the local community very hard. For many families, it meant that both parents lost their jobs at the airport. Our dialogue with and activities in the local community in 2020 were strongly focused on and impacted by the crisis.</td></tr><tr><td colspan="3">In the spring of 2020, it quickly became apparent that COVID-19 and the economic crisis would have severe consequences, particularly for Amager. In normal times, around 22,000 people work at the 1,000 or so businesses in and around the airport. During the spring, thousands of employees were furloughed, and everyday life was turned on its head.</td></tr><tr><td colspan="3">When it became obvious towards the summer that redundancies would be unavoidable in many companies, TÃ¥rnby Municipality took the initiative to open a local job and advice centre at the airport, targeted specifically at workers in the aviation sector. The opening of the local job centre was carried out in close cooperation with SAS and CPH. Since August, the pop-up centre has been extremely busy providing advice on training opportunities and new jobs.</td></tr><tr><td colspan="3">In June, Capital Region of Denmark established a coronavirus test centre at the airport â initially on the airport plaza and later in one of the centrally located outdoor parking areas by the entrance to the Metro. This provided a place for employees, passengers and others to be tested for COVID-19.</td></tr><tr><td colspan="3">Dialogue with neighbours went virtual</td></tr><tr><td colspan="3">In 2020, we held our annual neighbour meeting as a virtual conference, where residents were able to put questions to CEO Thomas Woldbye via an online meeting platform. Although the format was forced on us by the circumstances, the event was a success, and many local people found time to take part.</td></tr><tr><td colspan="3">During the year, we stepped up communications via our âKære Naboâ (âDear Neighbourâ) local Facebook group, with more than 60 posts. These have been used to provide Information about the consequences of the economic crisis for the airport, but also about use of the runways, climate projects, neighbour activities and competitions for members of the neighbour group. Membership of the group has steadily increased from 688 in January to more than 1,300 at the end of the year.</td></tr><tr><td colspan="3">An empty airport provided space for new activities</td></tr><tr><td colspan="3">The empty terminals with just a few thousand passengers in the spring inspired a number of innovations, including a series of concerts in the parking area and an evening of live music recorded at various locations at the airport and broadcast by DR, the Danish Broadcasting Corporation.</td></tr><tr><td colspan="3">Visitors for our airport tours, which give people the chance to go airside at the airport, were also thin on the ground in 2020.</td></tr><tr><td colspan="3">Instead, we decided to invite kindergartens in TÃ¥rnby Municipality to come on a tour of the airport. Ensuring that everyone kept a safe distance in the shuttle bus and used plenty of hand sanitiser, we welcomed groups of children twice a week throughout May. These days were great fun, with the big fire engines proving a favourite with our young visitors.</td></tr><tr><td colspan="3">Passengers donate trees to local day-care centres</td></tr><tr><td colspan="3">In 2020, we decided to close our CPH Advantage benefits programme so we can concentrate on making the same offers and opportunities available to all our passengers. Members of the scheme were given the choice of having their points paid out in cash, spending them at the airport or donating them to plant trees via the nationwide initiative âDanmark Planter Træerâ (âDenmark Plants Treesâ) and the charity âPlant et træâ (âPlant a treeâ).</td></tr><tr><td colspan="3">Thanks to the passengersâ donations, we were able to donate DKK 71,562 to the tree-planting initiative and DKK 392,414 to the charity in 2020. We are working with the charity and TÃ¥rnby and Dragør Municipalities to convert the donations into orchards, for example for TÃ¥rnby Municipalityâs day-care facilities, schools and clubs, and all of Dragør Municipalityâs day-care facilities.</td></tr><tr><td colspan="3">The first of the 40 or so orchards were planted in a kindergarten in Kastrup on 7 December, which due to COVID-19 unfortunately became a smaller event than originally planned.</td></tr><tr><td colspan="3">ENVIRONMENT &amp; RESOURCES</td></tr><tr><td colspan="3">CPH must reduce the airportâs environmental impact</td></tr><tr><td colspan="3">CPH wants to be a leader in sustainable solutions â including in relation to our neighbours and the local environment. Among other things, we work to reduce noise, improve air quality and recycle resources to ensure that the airportâs environmental impact is reduced wherever possible.</td></tr><tr><td colspan="3">Far fewer flights meant less noise in 2020. The number of aircraft operations fell from 263,411 in 2019 to 98,239. Noise from air traffic is one of an airportâs most noticeable environmental impacts, which is why we work with several partners to manage the noise responsibly.</td></tr><tr><td colspan="3">Twelve measuring stations log the noise 365 days a year. Six of these are in the residential areas around the airport, and the other six within the perimeter fence. There are also two mobile measuring stations, which make it possible to collect supplementary noise data in areas without permanent measuring stations.</td></tr><tr><td colspan="3">The corona crisis has changed the noise profile</td></tr><tr><td colspan="3">The annual noise exposure is calculated in an average 24-hour period for the three months with the most flights. This is normally between May and October; however, as air traffic fell dramatically when the lockdown started in March 2020, January, February and March turned out to be the three busiest months of the year. In these three months traffic was close to normal.</td></tr><tr><td colspan="3">Noise exposure is calculated using the TDENL method (Total Day-Evening-Night Level), which expresses the level of noise exposure from air traffic in a single figure.</td></tr><tr><td colspan="3">The graph shows TDENL in dB per month.</td></tr><tr><td colspan="3">The solid line (Max) and the broken line (Low) indicate the two limit values in the environmental approval, each with different action levels. The TDENL values were historically low for most of the year. However, the yearly TDENL value was just 2 dB lower than in 2019. This is because the yearly TDENL value is calculated for the three busiest months, which in 2020 were January, February and March, when traffic was close to normal (except in the period after 11 March).</td></tr><tr><td colspan="3">Based on figures for January, February and March, the TDENL in 2020 was calculated at 143.2 dB, almost 2 dB lower than in 2019 (145.1). However, noise exposure was at an historic low for the rest of the year. In April, the TDENL was 10 dB lower than normal.</td></tr><tr><td colspan="3">The number of take-offs and landings was much lower in 2020 than in previous years, but the change in runway use to accommodate maintenance work also changed the noise pattern in some periods. Information of this nature is communicated via the Facebook group âKære Naboâ ("Dear Neighbour") and the CPH Flight Tracker web portal.</td></tr><tr><td colspan="3">In 2020, we continued exploring the possibility of increasing the use of two starting positions further from housing in the village of Store Magleby when flights take off at night from runway 04R. We expect to be able to implement this change during 2021.</td></tr><tr><td colspan="3">Improving air quality</td></tr><tr><td colspan="3">CPH works to improve air quality in the interests of neighbours and the working environment for employees at the airport. Our action plan highlights five priorities: phasing out diesel vehicles, mapping knowledge of ultrafine particles, regulating the use of aircraft auxiliary power units (APU), aircraft single-engine taxi and respiratory protection.</td></tr><tr><td colspan="3">In 2020, the share of low-emission equipment operating at CPH increased from 70% to 75%. The target is that all vehicles operating at CPH should be emission-free by 2030. Due to the economic challenges caused by the COVID-19 crisis, we regrettably decided to postpone the planned purchase of electric shuttle buses.</td></tr><tr><td colspan="3">In addition, in 2020 we carried out a check of the airlines' use of APU. CPH Local Regulations allow max. 5 minutes' use of the APU after arrival at and before departure from the gate.</td></tr><tr><td colspan="3">We monitored 153 departures and 80% complied with regulations.</td></tr><tr><td colspan="3">It has been emphasised vis-à -vis several airlines that compliance with the APU regulations is a prerequisite for operating at Copenhagen Airport.</td></tr><tr><td colspan="3">Regulation regarding use of aircraft APU</td></tr><tr><td colspan="3">Use of APU must be limited as much as possible. At Copenhagen Airport, the aircraftâs auxiliary power units may be used</td></tr><tr><td colspan="3">--&gt; for max. 5 minutes after the aircraft arrives at the gate</td></tr><tr><td colspan="3">--&gt; for max. 5 minutes before the aircraft departs from the gate.</td></tr><tr><td colspan="3">Airline operators should not expect dispensation from the APU regulations.</td></tr><tr><td colspan="3">* Extract from Copenhagen Airport Local Regulations.</td></tr><tr><td colspan="3">Runway usage in 2020</td></tr><tr><td>Runway</td><td>Take-off</td><td>Landing</td></tr><tr><td>04L</td><td>0.3% (0.0%*)</td><td>9.0% (27.4%*)</td></tr><tr><td>04R</td><td>13.8% (29.8%*)</td><td>7.7% (2.6%*)</td></tr><tr><td>12</td><td>0.0% (0.1%*)</td><td>0.0% (0.2%*)</td></tr><tr><td>22L</td><td>23.3% (4.1%*)</td><td>77.7% (65.6%*)</td></tr><tr><td>22R</td><td>62.4% (65.7%*)</td><td>3.9% (0.6%*)</td></tr><tr><td>30</td><td>0.1% (0.3%*)</td><td>1.8% (3.6%*)</td></tr><tr><td colspan="3">Drop in the level of NOX and NO2</td></tr><tr><td colspan="3">NOX is the total of NO (nitrogen oxide) and NO2 (nitrogen dioxide). These gases contribute to air pollution and are usually produced during combustion of fuels, for example by vehicle and aircraft engines. There is no regulatory air quality limit value for NOX in Denmark. The limit value for NO2 is 40 μg/m3. At Copenhagen Airport, we measure NO2 and NOX at two measurement stations on the perimeter fence, one in the western and one in the eastern part of the airport, in order to evaluate the potential impact of the airport activities on the local community.</td></tr><tr><td colspan="3">The level of NO2 dropped by approximately 25% in 2020 compared to 2019. This is less than the drop in airport-related activities, which shows that the airport is not the only source of NO2 in the local area.</td></tr><tr><td colspan="3">Measured concentrations of NOX fell by 31% in 2020, although this is much less than the fall in calculated NOX emissions from aircraft (66%). Again, this is because aircraft at the airport are not the sole source of NOX emissions. Other sources include road traffic and heating of buildings in the local area, which have not experienced the same direct reduction in activity level as air traffic.</td></tr><tr><td colspan="3">Focus on recycling</td></tr><tr><td colspan="3">Fewer passengers in the terminals meant less waste: 2,089 tonnes compared to 5,385 tonnes in 2019. However, the recycling rate also fell from 27% to 25%. This is mainly because food waste from the food outlets in the terminals, staff canteens and other kitchens at the airport normally accounts for around half of the waste sent for recycling â and there was little of this in 2020.</td></tr><tr><td colspan="3">Our target is to recycle 60% of waste from day-to-day operations by 2023. In 2020, we strengthened how CPH is organised internally and, despite the corona crisis, launched several new initiatives. In 2021, we will reassess our target and strategy for recycling and introduce a sharper focus on the circular economy. This may lead to changes in our targets for 2023.</td></tr><tr><td colspan="3">To improve opportunities for sorting more types of waste in the terminal areas, we are investing in a new type of waste container. As well as providing better sorting, this will save one in five of the plastic bags currently used in the general waste containers. The new containers are fitted with sensor technology and a solar-powered compression unit, which means they can compress the waste and indicate when they need to be emptied.</td></tr><tr><td colspan="3">Also in 2020, we set up liquid containers in the area before the security checkpoint so that passengers can empty their bottles and then dispose of them in the new waste containers. This measure alone has reduced our total waste volume by approx. 40-50 tonnes a year and increased the recycling rate.</td></tr><tr><td>12 RESPONSIBLE CONSUMPTION AND PRODUCTION</td><td>Through our focus on recycling and biowaste, CPH contributes to Sustainable Development Goal 12: Ensure sustainable consumption and production patterns</td></tr><tr><td colspan="3">NO2 levels per month during 2019 and 2020</td></tr><tr><td colspan="3">NO2 levels measured at CPHâs air quality-monitoring station west, which is the one closer to residential areas. The orange line illustrates the European/Danish regulatory limit value for NO2.</td></tr><tr><td colspan="3">ATTRACTIVE WORKPLACE</td></tr><tr><td colspan="3">Daily working life turned upside down</td></tr><tr><td colspan="3">Everyday working life was turned upside down for employees and management when the pandemic hit in March. One crucial goal for CPH was to protect as many jobs as possible â for as long as possible. Thanks to crisis management, communication and working closely with trade union representatives and the authorities, we made it together through a difficult 2020.</td></tr><tr><td colspan="3">The coronavirus pandemic has made great demands of both employees and managers in terms of flexible crisis management. Shifting messages on coronavirus guidelines for airports, the economic crisis facing all the businesses in and around the airport, and the ever-changing travel guidance made for a totally unpredictable situation, which has called for an extraordinary capacity to adapt quickly and handle new tasks.</td></tr><tr><td colspan="3">Despite the growing crisis, we carried out a planned organisational review and change to the organisation in the early summer, which ensured clear roles and responsibilities so we could execute on the new strategy (see page 15). This made enormous demands of employees and management in the individual departments and units, where many people had been furloughed.</td></tr><tr><td colspan="3">Alongside the significant changes under way, managers and employees had to find cash savings in the region of DKK 1 billion. On top of this, everyone had to come to terms with the loss of 772 out of 2,617 positions in August and November because of the severe economic crisis. Credit facilities were secured and CPH continued to operate even when spending double-digit millions of kroner every month throughout the year.</td></tr><tr><td colspan="3">Lay-offs unavoidable</td></tr><tr><td colspan="3">From the outset of the crisis, CPH set a clear goal of safeguarding as many jobs at the airport as possible. In the spring, around 2,200 (1,600 FTEs) of 2,600 employees were furloughed or put on rotation under the salary compensation scheme that the government agreed with the labour market parties in March.</td></tr><tr><td colspan="3">Even with traffic and revenue at a minimum, a good 40% of the workforce had to be at work to ensure we were able to keep the airport open and running. Furlough and salary compensation protected hundreds of jobs throughout the spring and summer. But the expectation that the world would open a little over the summer unfortunately was significantly below expectations.</td></tr><tr><td colspan="3">With the salary compensation scheme being phased out, management had to make the difficult decision in August to announce savings equivalent to cutting 650 full-time positions. After negotiations with trade union representatives, a total of 625 full-time positions were cut through lay-offs, elimination of vacant positions and voluntary redundancies.</td></tr><tr><td colspan="3">What little growth we had seen in July was expected to continue in August, but this did not happen. Over the autumn, the world closed down again, and the authorities advised against all non-essential international travel. As a result, in November CPH was forced to announce it would have to make further cost savings.</td></tr><tr><td colspan="3">Following constructive negotiations and a determination on the part of union representatives and employees to find solutions involving competence development, job share scheme and other solidary solutions, the number of lay-offs was reduced.</td></tr><tr><td colspan="3">Throughout the process, we enjoyed close and fruitful collaboration with CPHâs local job centre and TÃ¥rnby Municipality.</td></tr><tr><td colspan="3">The combined measures affecting CPHâs employees translated into savings of approximately DKK 500 million annually, which is vital in helping CPH through the crisis.</td></tr><tr><td colspan="3">Training must build bridges to the future</td></tr><tr><td colspan="3">The government and labour market parties made several new and improved reimbursable training schemes available to businesses in 2020.</td></tr><tr><td colspan="3">While the level of activity at the airport has been very low, we have been able to put extra focus on upskilling employees and better equipping everyone for the future. In 2020, we concentrated both on helping laid-off colleagues to find other work by means of competence development and on upskilling employees staying at CPH.</td></tr><tr><td colspan="3">We achieved this by working closely with three vocational colleges (TEC, AOF and ZBC), the Danish Agency for Labour Market and Recruitment, and CPHâs local job centre. During 2020, employees completed a total of 1,200 training weeks, with a focus on digital competences and English. In addition, we commenced 80 courses to train our unskilled employees to obtain skilled jobs, and since January 2021, we have run 30 courses to help employees change career pathway.</td></tr><tr><td colspan="3">Remote management a challenge</td></tr><tr><td colspan="3">For CPHâs managers, the unpredictable crisis has called for significant agility and a far greater degree of situational leadership than before. CPHâs People &amp; Capabilities function has therefore prioritised equipping managers to handle the many and ever-changing challenges.</td></tr><tr><td colspan="3">Supporting individual managers to focus on mental health and build resilience in employees has been particularly important in a situation where many people have lost the day-to-day interaction with colleagues and been worried about the companyâs financial situation and their own jobs.</td></tr><tr><td colspan="3">Equal conditions and opportunities for all at CPH</td></tr><tr><td colspan="3">CPH is a vital part of Danish society and infrastructure and has an international customer base. Both elements require a diverse mindset and understanding. We take this responsibility very seriously, and strive to operate and develop the airport with respect for our customers, employees, partners, other stakeholders and society at large by mirroring the diversity we meet. We are highly dependent on key partnerships and networking to achieve our results.</td></tr><tr><td colspan="3">In addition to the important role diversity plays in our strategic ambition and purpose, competition for skilled employees is increasing. Focus on diversity in the workplace will become even more important in the years ahead. Furthermore, we need to realise CPHâs full organisational potential: by having a diverse and inclusive organisation and workplace, we expect to increase motivation and commitment among our employees.</td></tr><tr><td colspan="3">Although the corona crisis overshadowed almost everything else in 2020, #MeToo was also on the agenda. CPH has updated its policy on handling harassment and discrimination cases. It has been clarified where employees should turn if they experience discrimination, and we have re-emphasised that CPH has a zero-tolerance approach to all forms of discrimination.</td></tr><tr><td colspan="3">CPH aims to respect and pay attention to all six of the diversity dimensions defined by the Institute for Human Rights: gender, age, ethnicity, religion, sexual orientation and disability. We updated our diversity and inclusion policy and KPIs in 2020, primarily focusing on age, gender and ethnicity, and we track progress on specific diversity and inclusion targets and KPIs.</td></tr><tr><td colspan="3">Our overarching goal is to increase diversity and inclusion at all organisational levels across CPH, including Board level. That means achieving a 70/30 split on gender and ethnicity, becoming more age diverse across the organisation and fostering a zero-discrimination culture.</td></tr><tr><td colspan="3">WORKING ENVIRONMENT</td></tr><tr><td colspan="3">The working environment must be safe</td></tr><tr><td colspan="3">A safe and healthy working environment is fundamental to ensuring CPH remains an attractive place to work. Everyone must be able to carry out their work at the airport as safely as possible. This aspiration was challenged by COVID-19 and the global health crisis in 2020. Together with our employees, we largely avoided chains of transmission and kept the airport safe and operational â something of which we can be proud.</td></tr><tr><td colspan="3">Copenhagen Airport is a key part of Denmarkâs infrastructure, and must therefore remain open at all times. The outbreak of the coronavirus pandemic required the working environment department to draw up guidelines and policies to ensure that the airportâs many functions could be sustained as the virus struck.</td></tr><tr><td colspan="3">As soon as the lockdown started in March, CPH mapped the units responsible for critical specialist functions crucial to continuing safe airport operations in line with the prevailing legislation. We subsequently introduced rotation systems and guidelines to ensure that any outbreak of the virus among CPHâs employees would not compromise our ability to keep the airport open.</td></tr><tr><td colspan="3">For example, the staff at our two fire stations were unable to meet physically. As in society at large, home working and virtual meetings became vital tools in keeping things up and running â at a distance. On site at CPH, hand sanitiser dispensers were set up, enhanced cleaning routines introduced, visors handed out and special guidelines drawn up for regular testing and use of meeting rooms and CPHâs canteens.</td></tr><tr><td colspan="3">Shortage of personal protective equipment</td></tr><tr><td colspan="3">Evolving national and international guidelines for dealing with COVID-19 at airports and in public areas meant that CPH continually had to adapt and establish new procedures in the terminal areas, often at very short notice.</td></tr><tr><td colspan="3">During the spring, CPH experienced the same challenges in accessing enough personal protective equipment (PPE) as large parts of the Danish healthcare system. With global production and distribution lines under extreme pressure, at one stage it was difficult to procure PPE, sanitiser and, in particular, masks and visors.</td></tr><tr><td colspan="3">Many small companies and stores at the airport also had trouble finding the PPE they needed. CPH therefore contacted local suppliers that do not normally work in the PPE industry. By working closely together and pooling product development, we were able to secure enough supplies both for ourselves and our partners at the airport.</td></tr><tr><td colspan="3">Safe reopening of CPH</td></tr><tr><td colspan="3">As Denmark reopened its borders in the summer, CPH set up a permanent task force to ensure the airport is always ready to meet societyâs expectations and the requirements imposed by public authorities. In the first instance, rapid training of employees and service personnel to cope with the ânew normalâ was needed to avoid a repeat of the scenes of early summer, when CPH was criticised for passengers standing too close together in the baggage reclaim area.</td></tr><tr><td colspan="3">We have focused on providing solutions in all the physical spaces in which passengers and CPH employees move around: setting up containers of sanitiser all around the terminals and office buildings, extensively deploying visual aids, such as markings on floors, doors, walls and seats, to help people keep their distance, and â of particular relevance to employees â ensuring the availability of antibacterial hand wipes and sanitiser dispensers in meeting rooms, vehicles and canteens.</td></tr><tr><td colspan="3">Occupational injuries and absence due to illness low</td></tr><tr><td colspan="3">The severe economic crisis at the airport meant that large parts of the construction work under way were postponed or halted for good. The number of occupational injuries on building sites, however, increased in 2020 to 13.6 injuries per million working hours. This was still below the 2020 KPI of less than 15.</td></tr><tr><td colspan="3">In absolute numbers, occupational injuries on building sites fell from 21 in 2019 to 7 in 2020. The number of occupational injuries among CPHâs own employees was also low, at 5.4 per million working hours, and here, too, well below our KPI of less than 7.5.</td></tr><tr><td colspan="3">The rate of absence due to illness in 2020 was 4.2%, below the KPI of less than 4.65%. However, this may relate to the fact that many employees were furloughed and the figure may therefore be under-reported.</td></tr><tr><td colspan="3">Unavoidably, a number of CPH employees tested positive for COVID-19. The incidence rate was slightly above the Danish national rate but below that of the capital region.</td></tr><tr><td colspan="3">The airport largely avoided chains of transmission among employees. This outcome is attributable partly to the guidelines and the many initiatives taken by CPH in the course of 2020, and partly to the employees faithfully and conscientiously complying with all the new coronavirus requirements.</td></tr><tr><td>8 DECENT WORK AN ECONOMIC GROWTH</td><td>With our efforts in the areas of e.g. working environment, diversity and inclusion, CPH contributes to Sustainable Development Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all.</td></tr><tr><td colspan="3">BUSINESS ETHICS &amp; HUMAN RIGHTS</td></tr><tr><td colspan="3">A place for everyone at CPH</td></tr><tr><td colspan="3">CPH supports and respects the protection of international human rights and does not take part in any form of activity that violates these rights. We have a zero-tolerance approach to all forms of corruption, including bribery and extortion.</td></tr><tr><td colspan="3">All passengers at Copenhagen Airport have the right to feel safe, secure and well treated. One example of how we put this into action is that all employees working in Security undergo mandatory training that covers understanding of and respect for the passengersâ different backgrounds and values.</td></tr><tr><td colspan="3">Another example concerns passengers with hidden disabilities or diagnoses such as autism, Alzheimerâs, brain damage, ADHD, anxiety and dyslexia. In January 2020, CPH adopted the now internationally recognised sunflower lanyard. By wearing this around the neck, passengers give airport employees a clear signal that they may require extra help, time or patience.</td></tr><tr><td colspan="3">All employees of CPH and the many other airport companies have been introduced to various diagnoses and disabilities through training videos so that they are better equipped to understand and accommodate the diversity among the passengers in our airport. CPH has also helped to extend the sunflower lanyard scheme to Denmarkâs other major airports.</td></tr><tr><td colspan="3">At the end of 2020, our many years of focus on accessibility were rewarded with industry organisation ACI EUROPEâs Accessible Airport Award for the most disability-friendly airport in Europe. To a large degree, this award is recognition of the positive cooperation between CPH and the many partner companiesthat operate at the airport to create the best travel experience for all passengers.</td></tr><tr><td colspan="3">Handling personal data</td></tr><tr><td colspan="3">CPH gathers and processes personal data in connection with security in the airport area, and to provide various services to passengers, employees, visitors and other people who frequent the airport daily.</td></tr><tr><td colspan="3">It is important to CPH that everyone feels reassured that personal data are handled correctly, and that employees have access only to data relevant for carrying out their specific tasks.</td></tr><tr><td colspan="3">We follow up on the processes on an ongoing basis, and procedures are adjusted based on new knowledge and guidelines from the authorities. CPH is not aware of any complaints made to the Danish Data Protection Agency in 2020 concerning its handling of personal data.</td></tr><tr><td colspan="3">Transparent and responsible corporate culture</td></tr><tr><td colspan="3">Being a responsible workplace also means having in place clear rules for ethical conduct for employees and the company as a whole. CPH does not tolerate any form of corruption or bribery and has therefore introduced several safeguards to minimise risk.</td></tr><tr><td colspan="3">Internal control systems are used to monitor areas such as exposure to potential bribery, breach of ethical policies and other risks. The overall risk exposure is assessed to make sure that any weaknesses are identified and dealt with as early as possible. To enhance the effectiveness of risk management, compliance and internal controls, CPH is organised according to the three lines of defence model.</td></tr><tr><td colspan="3">We upheld the relevant procedures in 2020, and our ongoing controls have not given rise to any observations or changes.</td></tr><tr><td colspan="3">To ensure that our interactions with the world around us and internally at CPH are based on sound ethical principles, we follow the employee conduct guidelines introduced in 2013. CPH also has detailed guidelines on accepting gifts and participating in events and trips.</td></tr><tr><td colspan="3">Since 2013, CPH has sought to promote a transparent corporate culture by means of a whistle-blower scheme, which provides a channel for everyone to speak up â including if they experience or witness irregularities or unlawful acts. The scheme enables employees and other stakeholders to report serious incidents.</td></tr><tr><td colspan="3">Group structure, ownership and tax strategy</td></tr></table></mrv:StatementOfCorporateSocialResponsibility>
<mrv:CorporateGovernanceReport contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">www.cph.dk/om-cph/investorer/corporate-governance-i-cph.</td></tr></table></mrv:CorporateGovernanceReport>
<mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">www.cph.dk/en/about-cph/organisation.</td></tr></table></mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
<mrv:StatementOfTheDiversityPolicies contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">www.cph.dk/en/about-cph/organisation.</td></tr></table></mrv:StatementOfTheDiversityPolicies>
<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Management's statement</td></tr></table></sob:StatementByExecutiveAndSupervisoryBoards>
<sob:IdentificationOfApprovedAnnualReport contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">The Board of Directors and the Executive Management have today considered and approved the Annual Report of Københavns Lufthavne A/S for the financial year 1 January â 31 December 2020.</td></tr></table></sob:IdentificationOfApprovedAnnualReport>
<sob:ConfirmationThatAnnualReportIsPresentedInAccordanceWithRequirementsProvidedForByLegislationAnyStandardsAndRequirementsProvidedByArticlesOfAssociationOrByAgreement contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">The Consolidated Financial Statements have been prepared in accordance with International Financial Reporting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act, and the Parent Company Financial Statements have been prepared in accordance with the Danish Financial Statements Act. Managementâs Review has been prepared in accordance with the Danish Financial Statements Act.</td></tr><tr><td colspan="1">CPHâs non-financial statements, which include social and environmental aspects, have been prepared in accordance with the specific accounting policies in this area.</td></tr></table></sob:ConfirmationThatAnnualReportIsPresentedInAccordanceWithRequirementsProvidedForByLegislationAnyStandardsAndRequirementsProvidedByArticlesOfAssociationOrByAgreement>
<sob:ConfirmationThatFinancialStatementGivesTrueAndFairViewOfAssetsLiabilitiesEquityFinancialPositionAndResults contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">In our opinion, the Consolidated Financial Statements and the Parent Company Financial Statements give a true and fair view of the financial position at 31 December 2020 of the Group and the Company, and of the results of the Group's and the Parent Company's operations and consolidated cash flows for the financial year 1 January â 31 December 2020.</td></tr></table></sob:ConfirmationThatFinancialStatementGivesTrueAndFairViewOfAssetsLiabilitiesEquityFinancialPositionAndResults>
<sob:ManagementsStatementAboutManagementsReview contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">In our opinion, Managementâs Review includes a true and fair account of the development in the operations and financial circumstances of the Group and the Parent Company, of the results for the year and of the financial position of the Group and the Parent Company as well as a description of the most significant risks and elements of uncertainty facing the Group and the Parent Company.</td></tr></table></sob:ManagementsStatementAboutManagementsReview>
<sob:ConfirmationThatSupplementaryReportsGiveTrueAndFairViewInAccordanceWithGenerallyAcceptedGuidelinesForSuchReports contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">CPHâs non-financial statements, which include social and environmental aspects, have been prepared in accordance with relevant principles. The non-financial reporting represents a balanced and reasonable presentation of the Companyâs social and environmental performance.</td></tr></table></sob:ConfirmationThatSupplementaryReportsGiveTrueAndFairViewInAccordanceWithGenerallyAcceptedGuidelinesForSuchReports>
<sob:RecommendationForApprovalOfAnnualReportByGeneralMeeting contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">We recommend that the Annual Report be adopted at the Annual General Meeting in</td></tr></table></sob:RecommendationForApprovalOfAnnualReportByGeneralMeeting>
<sob:PlaceOfSignatureOfStatement contextRef="ctx1" xml:lang="da">Copenhagen</sob:PlaceOfSignatureOfStatement>
<sob:DateOfApprovalOfAnnualReport contextRef="ctx1">2021-04-26</sob:DateOfApprovalOfAnnualReport>
<arr:IndependentAuditorsReportsAudit contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Independent Auditor's Report</td></tr></table></arr:IndependentAuditorsReportsAudit>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">To the shareholders of Københavns Lufthavne A/S</td></tr></table></arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Our opinion</td></tr><tr><td colspan="1">In our opinion, the Consolidated Financial Statements give a true and fair view of the Groupâs financial position at 31 December 2020 and of the results of the Groupâs operations and cash flows for the financial year 1 January to 31 December 2020 in accordance with International Financial Reporting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act.</td></tr><tr><td colspan="1">Moreover, in our opinion, the Parent Company Financial Statements give a true and fair view of the Parent Companyâs financial position at 31 December 2020 and of the results of the Parent Companyâs operations and cash flows for the financial year 1 January to 31 December 2020 in accordance with the Danish Financial Statements Act.</td></tr><tr><td colspan="1">Our opinion is consistent with our Auditorâs Long-form Report to the Audit Committee and the Board of Directors.</td></tr><tr><td colspan="1">What we have audited</td></tr><tr><td colspan="1">The Consolidated Financial Statements of Københavns Lufthavne A/S for the financial year 1 January to 31 December 2020 pages 52-96 comprise the income statement and statement of comprehensive income, the balance sheet, the statement of changes in equity, the cash flow statement and the notes, including summary of significant accounting policies.</td></tr><tr><td colspan="1">The Parent Company Financial Statements of Københavns Lufthavne A/S for the financial year 1 January to 31 December 2020 pages 118-131 comprise the income statement, the balance sheet, the statement of changes in equity and the notes, including summary of significant accounting policies.</td></tr><tr><td colspan="1">Collectively referred to as the âFinancial Statementsâ.</td></tr></table></arr:OpinionOnAuditedFinancialStatements>
<arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Basis for opinion</td></tr><tr><td colspan="1">We conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsibilities under those standards and requirements are further described in the Auditorâs responsibilities for the audit of the Financial Statements section of our report.</td></tr><tr><td colspan="1">We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.</td></tr><tr><td colspan="1">Independence</td></tr><tr><td colspan="1">We are independent of the Group in accordance with the International Ethics Standards Board for Accountantsâ Code of Ethics for Professional Accountants (IESBA Code) and the additional requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accordance with the IESBA Code.</td></tr><tr><td colspan="1">To the best of our knowledge and belief, prohibited non-audit services referred to in Article 5(1) of Regulation (EU) No 537/2014 were not provided.</td></tr><tr><td colspan="1">Appointment</td></tr><tr><td colspan="1">Following the admission of the shares of Københavns Lufthavne A/S for listing on Nasdaq Copenhagen, we were first appointed auditors of Københavns Lufthavne A/S in 1995. We have been reappointed annually by shareholder resolution for a total period of uninterrupted engagement of 26 years including the financial year 2020.</td></tr></table></arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:MaterialUncertaintyConcerningGoingConcernAudit contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Material uncertainty relating to going concern</td></tr><tr><td colspan="1">We draw attention to Note 1.3 in the Financial Statements, which indicates that the Company most likely risk being in breach of EBITDA-based debt covenants when testing in June 2021. This event, along with other matters as set forth in Note 1.3, indicate that a material uncertainty exist that may cast significant doubt upon the Companyâs ability to continue as a going concern. Currently, it is uncertain whether commitments will be obtained to finance the operation and necessary investments in the coming year. However, it is Managementâs assessment that such commitments will be obtained which is why the Financial Statements have been prepared on the basis of going concern.</td></tr><tr><td colspan="1">Our opinion is not modified in respect of this matter.</td></tr></table></arr:MaterialUncertaintyConcerningGoingConcernAudit>
<arr:KeyAuditMattersAudit contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Key audit matters</td></tr><tr><td colspan="1">Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the Financial Statements for 2020. These matters were addressed in the context of our audit of the Financial Statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. In addition to the matter described in the Material uncertainty related to going concern section, we have determined the matters described below to be the key audit matters to be communicated in our report.</td></tr></table><br><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Key audit matters</td></tr><tr><td colspan="1">Recognition of revenue</td></tr><tr><td colspan="1">Revenue comprises an aeronautical and a non-aeronautical segment. Revenue in the aeronautical segment comprises passenger, security, take-off and aircraft parking charges and other charges. Revenue in the aeronautical segment is recorded on the basis of various data sources that are integrated through automated and manual processes.</td></tr><tr><td colspan="1">Revenue in the non-aeronautical segment comprises concession income, rental income and parking charges. Concession income and rental income are recorded on the basis of contracts signed. The income is recorded through automated processes and partially through manual processes as regards revenue based contracts. Parking charges are recorded automatically upon leaving the parking area by means of parking barriers.</td></tr><tr><td colspan="1">We focused on this area because the large number of processes and transactions related to the various revenue streams involves a risk of misstatement of revenue recognition.</td></tr><tr><td colspan="1">Refer to note 2.2 in the Consolidated Financial Statement</td></tr><tr><td colspan="1">How our audit addressed the key audit matters</td></tr><tr><td colspan="1">Recognition of revenue</td></tr><tr><td colspan="1">We considered the appropriateness of the Companyâs accounting policies for revenue recognition of the various revenue streams, discussed the principles with Management and assessed compliance with applicable accounting standards.</td></tr><tr><td colspan="1">We gained an understanding of the Groupâs internal processes and controls and tested relevant controls on a sample basis. In this connection, we tested IT general controls related to the financial reporting, relevant automated application controls and manual controls.</td></tr><tr><td colspan="1">We performed substantive audit procedures regarding revenue through reconciliation of transactions with significant contracts and charges regulation etc.</td></tr><tr><td colspan="1">We performed data analysis including analysis of revenue transactions in order to identify transactions outside the ordinary transaction flows.</td></tr></table><br><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Key audit matters</td></tr><tr><td colspan="1">Property, plant and equipment</td></tr><tr><td colspan="1">Property, plant and equipment account for more than 90% of the Groupâs total assets, and investments for the year amounted to DKK 1,360 million.</td></tr><tr><td colspan="1">The individual items of property, plant and equipment consist of a large number of transactions that are recorded through manual processes on a current basis. Investments through internal production and through the conclusion of agreements with contractors require robust control procedures and systems to ensure that the assets are recognised and measured accurately in the Financial Statements.</td></tr><tr><td colspan="1">A large part of property, plant and equipment are specialised and require considerable estimates by Management for the determination and reassessment of useful lives, which is done in cooperation with the Companyâs own specialists.</td></tr><tr><td colspan="1">We focused on this area due to the complexity and the considerable estimates made by Management in connection with the determination of useful lives.</td></tr><tr><td colspan="1">Refer to note 3.3 in the Consolidated Financial Statements.</td></tr><tr><td colspan="1">How our audit addressed the key audit matters</td></tr><tr><td colspan="1">Property, plant and equipment</td></tr><tr><td colspan="1">We gained an understanding of the Groupâs internal controls and performed an evaluation and validation of these through test of relevant controls, including procedures ensuring the existence and correct recording of additions, transfers and disposals of property, plant and equipment.</td></tr><tr><td colspan="1">We evaluated Managementâs assessment of the useful lives of property, plant and equipment through analysis of the historical need for write-downs related to scrapped assets. Moreover, we obtained data on the historical useful lives of special airport specific facilities and compared these with Managementâs assessment of the useful lives of property, plant and equipment.</td></tr><tr><td colspan="1">We obtained overview of investments made by the Company for the most comprehensive investments, which primarily comprised, baggage facilities, the establishment of Pier E, the expansion of Terminal 2 and Terminal 3, and the expansion of the security area in order to assess the effect of the investments on the existing facilities.</td></tr></table></arr:KeyAuditMattersAudit>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Statement on Managementâs Report</td></tr><tr><td colspan="1">Management is responsible for Managementâs Report, pages 4-51.</td></tr><tr><td colspan="1">Our opinion on the Financial Statements does not cover Managementâs Report, and we do not express any form of assurance conclusion thereon.</td></tr><tr><td colspan="1">In connection with our audit of the Financial Statements, our responsibility is to read Managementâs Report and, in doing so, consider whether Managementâs Report is materially inconsistent with the Financial Statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated.</td></tr><tr><td colspan="1">Moreover, we considered whether Managementâs Report includes the disclosures required by the Danish Financial Statements Act.</td></tr><tr><td colspan="1">Based on the work we have performed, in our view, Managementâs Report is in accordance with the Consolidated Financial Statements and the Parent Company Financial Statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act. We did not identify any material misstatement in Managementâs Report.</td></tr></table></arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Management's responsibilities for the Financial Statements</td></tr><tr><td colspan="1">Management is responsible for the preparation of consolidated financial statements that give a true and fair view in accordance with International Financial Reporting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act and for the preparation of parent company financial statements that give a true and fair view in accordance with the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.</td></tr><tr><td colspan="1">In preparing the Financial Statements, Management is responsible for assessing the Groupâs and the Parent Companyâs ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless Management either intends to liquidate the Group or the Parent Company or to cease operations, or has no realistic alternative but to do so.</td></tr></table></arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
<arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Auditorâs responsibilities for the audit of the Financial Statements</td></tr><tr><td colspan="1">Our objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditorâs report that includes our opinion.</td></tr><tr><td colspan="1">Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Financial Statements.</td></tr><tr><td colspan="1">As part of an audit in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also</td></tr><tr><td colspan="1">â Identify and assess the risks of material misstatement of the Financial Statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.</td></tr><tr><td colspan="1">â Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Groupâs and the Parent Companyâs internal control.</td></tr><tr><td colspan="1">â Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management.</td></tr><tr><td colspan="1">â Conclude on the appropriateness of Managementâs use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Groupâs and the Parent Companyâs ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditorâs report to the related disclosures in the Financial Statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditorâs report. However, future events or conditions may cause the Group or the Parent Company to cease to continue as a going concern.</td></tr><tr><td colspan="1">â Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures, and whether the Financial Statements represent the underlying transactions and events in a manner that achieves fair presentation.</td></tr><tr><td colspan="1">â Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the Consolidated Financial Statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.</td></tr><tr><td colspan="1">We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.</td></tr><tr><td colspan="1">We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.</td></tr><tr><td colspan="1">From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the Financial Statements of the current period and are therefore the key audit matters. We describe these matters in our auditorâs report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.</td></tr></table></arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
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<ifrs-full:OtherCurrentPayables contextRef="ctx3" unitRef="vDKK" decimals="-5">379500000</ifrs-full:OtherCurrentPayables>
<ifrs-full:DeferredIncomeClassifiedAsCurrent contextRef="ctx3" unitRef="vDKK" decimals="-5">3400000</ifrs-full:DeferredIncomeClassifiedAsCurrent>
<ifrs-full:CurrentLiabilities contextRef="ctx3" unitRef="vDKK" decimals="-5">1171700000</ifrs-full:CurrentLiabilities>
<ifrs-full:Liabilities contextRef="ctx3" unitRef="vDKK" decimals="-5">11619200000</ifrs-full:Liabilities>
<ifrs-full:EquityAndLiabilities contextRef="ctx3" unitRef="vDKK" decimals="-5">14278200000</ifrs-full:EquityAndLiabilities>
<ifrs-full:CashAndCashEquivalents contextRef="ctx3" unitRef="vDKK" decimals="-5">41800000</ifrs-full:CashAndCashEquivalents>
<ifrs-full:IntangibleAssetsAndGoodwill contextRef="ctx4" unitRef="vDKK" decimals="-5">391200000</ifrs-full:IntangibleAssetsAndGoodwill>
<ifrs-full:LandAndBuildings contextRef="ctx4" unitRef="vDKK" decimals="-5">5764800000</ifrs-full:LandAndBuildings>
<ifrs-dk:PlantAndMachinery contextRef="ctx4" unitRef="vDKK" decimals="-5">4249600000</ifrs-dk:PlantAndMachinery>
<ifrs-dk:OtherPlantFixturesAndFittingsToolsAndEquipment contextRef="ctx4" unitRef="vDKK" decimals="-5">750200000</ifrs-dk:OtherPlantFixturesAndFittingsToolsAndEquipment>
<ifrs-dk:PropertyPlantAndEquipmentInProgress contextRef="ctx4" unitRef="vDKK" decimals="-5">2230200000</ifrs-dk:PropertyPlantAndEquipmentInProgress>
<ifrs-full:PropertyPlantAndEquipment contextRef="ctx4" unitRef="vDKK" decimals="-5">12994800000</ifrs-full:PropertyPlantAndEquipment>
<ifrs-full:InvestmentsInAssociates contextRef="ctx4" unitRef="vDKK" decimals="-5">400000</ifrs-full:InvestmentsInAssociates>
<ifrs-full:OtherNoncurrentFinancialAssets contextRef="ctx4" unitRef="vDKK" decimals="-5">116600000</ifrs-full:OtherNoncurrentFinancialAssets>
<ifrs-full:NoncurrentAssets contextRef="ctx4" unitRef="vDKK" decimals="-6">13503000000</ifrs-full:NoncurrentAssets>
<ifrs-full:CurrentTradeReceivables contextRef="ctx4" unitRef="vDKK" decimals="-5">427700000</ifrs-full:CurrentTradeReceivables>
<ifrs-full:OtherCurrentReceivables contextRef="ctx4" unitRef="vDKK" decimals="-5">129500000</ifrs-full:OtherCurrentReceivables>
<ifrs-full:CurrentPrepayments contextRef="ctx4" unitRef="vDKK" decimals="-5">67400000</ifrs-full:CurrentPrepayments>
<ifrs-full:Cash contextRef="ctx4" unitRef="vDKK" decimals="-5">19200000</ifrs-full:Cash>
<ifrs-full:CurrentAssets contextRef="ctx4" unitRef="vDKK" decimals="-5">643800000</ifrs-full:CurrentAssets>
<ifrs-full:Assets contextRef="ctx4" unitRef="vDKK" decimals="-5">14146800000</ifrs-full:Assets>
<ifrs-full:IssuedCapital contextRef="ctx4" unitRef="vDKK" decimals="-5">784800000</ifrs-full:IssuedCapital>
<ifrs-full:ReserveOfCashFlowHedges contextRef="ctx4" unitRef="vDKK" decimals="-6">-32000000</ifrs-full:ReserveOfCashFlowHedges>
<ifrs-full:OtherReserves contextRef="ctx4" unitRef="vDKK" decimals="-5">-10100000</ifrs-full:OtherReserves>
<ifrs-full:RetainedEarnings contextRef="ctx4" unitRef="vDKK" decimals="-5">2515900000</ifrs-full:RetainedEarnings>
<ifrs-full:Equity contextRef="ctx4" unitRef="vDKK" decimals="-5">3258600000</ifrs-full:Equity>
<ifrs-full:DeferredTaxLiabilities contextRef="ctx4" unitRef="vDKK" decimals="-5">1035200000</ifrs-full:DeferredTaxLiabilities>
<ifrs-dk:NoncurrentPayablesToCreditInstitutions contextRef="ctx4" unitRef="vDKK" decimals="-5">6139600000</ifrs-dk:NoncurrentPayablesToCreditInstitutions>
<ifrs-full:OtherNoncurrentPayables contextRef="ctx4" unitRef="vDKK" decimals="-5">39600000</ifrs-full:OtherNoncurrentPayables>
<ifrs-full:NoncurrentLiabilities contextRef="ctx4" unitRef="vDKK" decimals="-5">7214400000</ifrs-full:NoncurrentLiabilities>
<ifrs-dk:CurrentPayablesToCreditInstitutions contextRef="ctx4" unitRef="vDKK" decimals="-5">2248700000</ifrs-dk:CurrentPayablesToCreditInstitutions>
<ifrs-dk:CurrentPrepaymentsFromCustomers contextRef="ctx4" unitRef="vDKK" decimals="-5">305200000</ifrs-dk:CurrentPrepaymentsFromCustomers>
<ifrs-full:TradeAndOtherCurrentPayablesToTradeSuppliers contextRef="ctx4" unitRef="vDKK" decimals="-5">640500000</ifrs-full:TradeAndOtherCurrentPayablesToTradeSuppliers>
<ifrs-full:CurrentTaxLiabilitiesCurrent contextRef="ctx4" unitRef="vDKK" decimals="-5">116300000</ifrs-full:CurrentTaxLiabilitiesCurrent>
<ifrs-full:OtherCurrentPayables contextRef="ctx4" unitRef="vDKK" decimals="-5">357300000</ifrs-full:OtherCurrentPayables>
<ifrs-full:DeferredIncomeClassifiedAsCurrent contextRef="ctx4" unitRef="vDKK" decimals="-5">5800000</ifrs-full:DeferredIncomeClassifiedAsCurrent>
<ifrs-full:CurrentLiabilities contextRef="ctx4" unitRef="vDKK" decimals="-5">3673800000</ifrs-full:CurrentLiabilities>
<ifrs-full:Liabilities contextRef="ctx4" unitRef="vDKK" decimals="-5">10888200000</ifrs-full:Liabilities>
<ifrs-full:EquityAndLiabilities contextRef="ctx4" unitRef="vDKK" decimals="-5">14146800000</ifrs-full:EquityAndLiabilities>
<ifrs-full:CashAndCashEquivalents contextRef="ctx4" unitRef="vDKK" decimals="-5">19200000</ifrs-full:CashAndCashEquivalents>
<ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx5" xml:lang="da">Received from customers</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx5" unitRef="vDKK" decimals="-5">1773100000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx6" xml:lang="da">Received from customers</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx6" unitRef="vDKK" decimals="-5">4354800000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx7" xml:lang="da">Paid to staff, suppliers, etc.</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx7" unitRef="vDKK" decimals="-5">-1294300000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx8" xml:lang="da">Paid to staff, suppliers, etc.</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx8" unitRef="vDKK" decimals="-5">-2034300000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx9" xml:lang="da">Cash flow from operating activities before financial items and tax</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx9" unitRef="vDKK" decimals="-5">478800000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx10" xml:lang="da">Cash flow from operating activities before financial items and tax</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx10" unitRef="vDKK" decimals="-5">2320500000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx11" xml:lang="da">Cash flow from operating activities before tax</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx11" unitRef="vDKK" decimals="-5">299800000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx12" xml:lang="da">Cash flow from operating activities before tax</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities contextRef="ctx12" unitRef="vDKK" decimals="-5">2129900000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInOperatingActivities>
<ifrs-full:CashAndCashEquivalents contextRef="ctx13" unitRef="vDKK" decimals="-5">19200000</ifrs-full:CashAndCashEquivalents>
<ifrs-full:CashAndCashEquivalents contextRef="ctx14" unitRef="vDKK" decimals="-5">159100000</ifrs-full:CashAndCashEquivalents>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx15" xml:lang="da">Thomas Woldbye</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx15" xml:lang="da">CEO</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx16" xml:lang="da">Lars Nørby Johansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx16" xml:lang="da">Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx17" xml:lang="da">David Stanton</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx17" xml:lang="da">Deputy chairman</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx18" xml:lang="da">Ulrik Dan Weuder</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx18" xml:lang="da">Deputy chairman</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx19" xml:lang="da">Charles Thomazi</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx20" xml:lang="da">Janis Kong</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx21" xml:lang="da">Martin Præstegaard</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx22" xml:lang="da">Betina Hvolbøl Thomsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx23" xml:lang="da">John Flyttov</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx24" xml:lang="da">Dan Hansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<ifrs-full:AverageNumberOfEmployees contextRef="ctx25" unitRef="pure" decimals="3">2.539</ifrs-full:AverageNumberOfEmployees>
<cmn:NameOfAuditFirm contextRef="ctx26" xml:lang="da">PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx26">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameAndSurnameOfAuditor contextRef="ctx26" xml:lang="da">Brian Christiansen</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx26" xml:lang="da">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<arr:IdentificationNumberOfAuditor contextRef="ctx26">mne23371</arr:IdentificationNumberOfAuditor>
<cmn:NameAndSurnameOfAuditor contextRef="ctx27" xml:lang="da">Søren Ãrjan Jensen</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx27" xml:lang="da">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<arr:IdentificationNumberOfAuditor contextRef="ctx27">mne33226</arr:IdentificationNumberOfAuditor>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx27">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameOfAuditFirm contextRef="ctx27" xml:lang="da">PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
</xbrli:xbrl>